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CONFIDENCE BOOSTER No.6: Be Accurate!

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THE CHALLENGE: To overcome inaccurate statements, self-talk and mindset. 

My clients get to hear about this over and over because accuracy has a complex role in combating a very powerful adversary of self confidence: cognitive distortion. This may sound complicated (it is) but if I highlight the most popular forms you will know what I mean:

  • Filtering – amplifying negative information while diminishing or completely excluding positives
  • Polarised “black & white” thinking – leaves no room for manoeuvre for yourself & others & leaves no room for balance
  • Overgeneralisation – With sparse information, creating strong opinions on a wide range of people, subjects or situations
  • Rushing to assumptions – not waiting for all (or any) available information on a subject & so assumptions are drawn & decisions made in considerable ignorance
  • Catastrophising – Why settle for a drama when a full blown crisis will do? This is when everything is bad even if it has happened only once. “I’m rubbish at this”, “No one likes me”, “You cannot trust anyone”, “Today was disastrous” etc etc.

 

EXERCISE:

It’s called tracking which is, in this context, keeping a log / diary of instances when you are inaccurate in any given situation about yourself, people, your day etc. If you are unaware of behaving in a particular way then how can you do anything about it? Just being aware of it will make a huge difference.

BEWARE: real and lasting shifts in deep seated mind set and behaviour takes hard work and consistency

Now you may be thinking that this is all a bit obvious and that calling yourself ‘useless’, for example, is merely a turn of phrase. But words have a huge significance: not only do they tell the outside world a great deal about us, but they also say much about our moods and mindset. Get control of them and they WILL begin to affect your attitudes and emotions for the better. 

CONFIDENCE BOOSTER No.2: Is Failure an Option?

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FAILURE IS NOT AN OPTION – IT’S PART OF THE DEAL

The fact of the matter is that if you are reading this and are a member of the human race you will make mistakes, maybe even the odd howler, I guarantee it. The secret is to accept this fact and cut yourself some slack – but I am not asking for any more or less than you would a good friend or work colleague.

 

THE CHALLENGE: TO RELIEVE SELF IMPOSED & UNNECESSARY PRESSURE

If you suffer with issues of self confidence (and most of us do at different times), and if you are prone to working yourself over for making mistakes, you can set yourself a whole set of unnecessary challenges:

  • Reluctance to take risks
  • Stifling your abilities
  • Ignoring your achievements while highlighting your failures

 

EXERCISE: BACK YOURSELF – LOOK AT THE FACTS

  • Write a memo to yourself listing your abilities, which will be a matter of public record and fact – so that not even you can dispute them. Don’t roll your eyes….do it.
  • Note down your past successes – as you may well have buried them beyond normal daily recall. Get them out, dust them off and put them on display (this is for your benefit, not ours, as it will be you that cannot see them).
  • Check out what some of the most successful people in history have said about failure – in particular our greatest scientists, who reached the heights of achievement through trial & ERROR – get it?

There’s nothing wrong with striving for perfection and having to make do with mere excellence. The trick is not avoiding making mistakes or failing – it is in doing so and using that stumble as a lesson & not as a source of corporal punishment!

MAKE IT STICK! How to set goals & stop back sliding.

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CLICK BELOW FOR THE VIDEO:

MAKING IT STICK: understanding how to set goals & not backslide

The workshop was conducted together with Adam Strong of www.xclusivecorporatefitness.com. In these excerpts, I concentrate on speaking about the ‘head game’ – not just the preserve of elite sport, but also vital in business and managing and sealing goals.

CONFLICT RESOLUTION AT THE OFFICE – Does familiarity really breed contempt?

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“I do not like that man, I must get to know him better”

Abraham Lincoln (attributed)

 

Serious disagreement and disaffection between colleagues in the workplace is a huge drain on businesses which can ill afford distractions. Strife and the stress and unhappiness that come with it can affect productivity, cause absenteeism and increase staff turnover – aka damage!
While human behaviour is complex, most particularly when under stress, the same trends and themes are often repeated. An understanding of what is really going on and the dynamics involved is half the battle when seeking to neutralise and resolve conflict. By upping their Emotional Intelligence (EQ) skill set, managers can become more proficient at spotting the early warning signals, and are far better placed to anticipate and then influence what happens next.

 

THE MOST COMMON CASUES FOR CONFLICT: 

 

IGNORANCE

We often draw conclusions about people within moments of meeting them, or even just seeing them across the office – this is the ‘first impression’ trap. Once in place such preconceptions can condition our views of what others do and say from then on. We should therefore take time to find out more about those around us, or at least be aware of not forming our opinions before we have had the chance to do so in an informed manner.

 

MISUNDERSTANDINGS

Do we ever get the wrong end of the stick? Of course we do. The best way of avoiding this is, of course, communication – there is no better antidote to adjusting a negative impression of someone than simply taking the trouble to fill in the blanks.

 

FRUSTRATIONS & IRRITATIONS

Often these are born of ignorance and misunderstanding but also the baggage people take to work can have a huge effect as exterior problems may spill over at the office. This is not excusing ill manners or bad behaviour but if we begin to understand the causes of someone’s behaviour it could at least change our reactions for the better.

 

FEELING THREATENED

This is about our territory, and our desire to protect what we have or what we should like to have. If we feel threatened we are unlikely to be at our most reasonable or generous, and in such a frame of mind there are short steps between viewing a colleague as a rival, a threat, and even perceived as an enemy. Once this point is reached it is hardly surprising that relations can deteriorate very badly.

 

DEFENSIVENESS

This is always a good trip wire to tell us we are not confident about a particular issue. Therefore, when we are on our guard we are alerted to anything we interpret as challenging or threatening in nature – and with our shields up we have difficulty telling them apart which can then lead to the next issue.

 

FROM INTRANSIGENCE TO ENTRENCHMENT

A form of social myopia obscuring a wider picture can develop, as we do not want to be seen to be giving ground. Our opinions become beliefs and therefore part of us so it can be very easy to slip into taking challenges very personally. So often when we ‘believe’ something it becomes regarded by us as the ‘truth’. Our conditioned sense of justice is ingrained in us to defend what we believe to be the truth, to be right. Of course there are very clear-cut instances of right and wrong, truth & falsehood; in human relations, however, things are rarely so straightforward.

 

Understanding the nature and origins of conflict gets us well on the way to preventing them from escalating or even occurring in the first place. The most important thing, as in the quote attributed to Lincoln, we have to be bothered to look behind the façade in order to drastically improve the chances of conflict resolution.

 

IS FEELING IN CONTROL A BENEFICIAL GOAL?

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“The bird of paradise alights only on the hand that does not grasp”

John Berry

A source of frustration or worry and anxiety I often come across in my work as a coach originates when people feel they are not in control. How often do we hear (or even utter ourselves) the words: ‘I like to be in control’, or ‘I hate it when I’m not in control’, and even ‘I know I’m a control freak’?

 

THE ILLUSION OF CONTROL

We may often be under the impression we are in control, especially when people are doing what we want, but that’s only ever temporary. The truth is, we are never in control of events, what people think or what people do …. ever. To believe so is to live in an illusion and if we base our happiness on whether or not we are in control, we are going to have to get used to disappointment. In fact, people who like to feel in control are often frustrated and unhappy when their world does not cooperate with their demands.

 

THE ‘DAMAGE OF CONTROL’

  1. In desiring control we hanker after something we can never have, therefore we are wasting our mental energy chasing the impossible. This often leads to frustration and a general sense of unease and even unhappiness.
  2. The quest for control generally leads to pressurising (or even bullying in extreme cases) our partners, friends or colleagues. Their compliance should not be mistaken for control as it never endures – it’s simply negative influence, backed by force & fear, masquerading as willing compliance.
  3. We must ask ourselves whether such pressurising will be more or less productive in our relationships, social or otherwise. Such an approach will create and perpetuate stresses and is that really what we want?

 

THE GOOD NEWS

The fact is that there is one thing over which we have complete control (if and when we choose to exercise it) and that is control over what we are thinking. In this our control can be complete & our responsibility is absolute. No one can tell us what to think, whatever they may believe. But it’s ironic that the one thing in our lives over which can we actually claim full control is so often neglected either in part or, in some cases, completely abdicated. What we think governs our decisions and our decisions determine our lives – so the sooner we claim back control the better.

 

People can break the habit of allowing the mind to function in auto-pilot. Through practice designed to develop mindful awareness people can develop greater focus, presence, and improved memory. The greater our control of our thoughts & therefore our actions – the more we exude strength and positive energy. It is this that gives us influence over events and on those around us and it is influence, emanating from within ourselves that can  contribute positively to our relationships. The positive reality of influence as opposed to the negative illusion of control can only fuel our success at work or at home and in the words of Napolean Hill:

“Self-disciplined begins with the mastery of your thoughts. If you don’t control what you think, you can’t control what you do.”